Kotter, J.P. (2006). Leading Change: Why Transformation Efforts Fail. Harvard Business Review.
In this article, John P. Kotter, Professor Emeritus at Harvard Business School, outlines the pitfalls facing leaders initiating change in an organization. He also provides action steps, known as the Kotter Theory, to help leaders transform their organization successfully. He acknowledges that change efforts go through various stages and that change takes time, sometimes years. Many leaders torpedo their change efforts by skipping steps out of frustration and lack of patience in the process.
As an educator focused on DEI, I want to initiate change that involves greater participation from non-dominant groups in university governance. Racial, cultural, and gender diversity can broaden the conversation facing universities in a rapidly changing environment. With more representation comes a greater opportunity for creative solutions that support a diverse student, staff, and faculty population.
The need to create urgency and build a coalition were two of the top Kotter action steps I’ve been able to use in my department at Northwestern University. As a member of two affinity groups, I’ve initiated conversations on ways to address the lack of diversity in leadership roles. I’ve created a database featuring development professionals from non-dominant groups to reach a more diverse pool of applicants. I’m working with the Director of DEI in Alumni Relations and Development to create change within the department to create a ripple effect throughout the university.
L2: Demonstrate the ability to assess complex organizational environments and achieve communicative goals.
L4: Apply communication-centered scholarship to strengthen communication effectiveness.
D2: Utilize communication to embrace complexity and difference.
D4: Be equipped to influence change.
Keywords: leading change, transformation, Kotter theory, coalition, diversity, and inclusion
